Phase 1. Ideation.

This phase provides the map for the rest of the project.

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Working across different disciplines opens up all kinds of new and exciting opportunities. Find partners that get excited about similar outcomes and impact.

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Be clear about the scope (i.e. what is the project going to try to do and achieve), but equally important is to decide what the project is not doing. Exploring new opportunities can sometimes lead to overreach.

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Clarity is key. Avoid theatrical and technical jargon. Everyone involved should be able to understand the options being explored, ask questions, and make informed decisions.

Focus of this phase.

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  • Creative vision
    mission and strategy.
  • Making clear artistic choices
    and clear choices about what is inside and what is outside the project scope.
  • Creating alignment
    internally and with partners.
  • Build your network
    of trusted advisors and conversation partners.

FAITH. Foto: Andreas Etter

  1. SETTING THE VISION
    Outline the overarching creative vision, mission, and strategy in a document that can be shared internally and externally. Include success criteria and a rough timeline to ensure alignment from the start.‍
  2. RESEARCH AND DISCOVERY
    Define what the project aims to do, who it’s for, and which key technologies and/or artists will be involved. Capture this in a discovery document.‍
  3. ASSEMBLING PARTNERS AND COLLABORATORS
    Formalise key partnerships with Letters of Agreement (LOAs) to clarify roles and expectations‍
  4. REFINING THE VISION AND TOP-LEVEL PLAN
    
Develop a clear project plan that allows for partner contracts, ensuring IP agreements are in place.
  5. ‍ALLOCATING OR RAISING FUNDS AND RESOURCES
    Establish a proposed budget or budget range, along with a resourcing or fundraising plan.
  • What’s the vision?
    What kind of work or experience are we creating, and why does it
  • What’s in (and out) of scope?
    What are we focusing on, and what are we consciously leaving out?
  • Who is this for?
    Who is the audience, and how will they engage with the work?
  • How will collaboration work?
    What principles will guide our partnerships, and what does success look like for everyone involved? What principles will guide our partnerships, and what does success look like for everyone involved?‍
  • Do we have the right team?

    Where are the skill gaps, and who do we need to bring in?
  • How will we fund and run this?
    Where is the money coming from, and who will manage it?
  • How will we stay on track?
    What systems will keep the project organised and moving forward?
  • Who owns what?
    How is intellectual property (IP) shared, licensed, or retained?

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Note: Make sure to differentiate between artistic IP, technological IP, pre-existing or underlying IP etc. And remember that usage (in perpetuity or for a restricted time period) is not the same as holding the IP.

Lack of in-house structures
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Unaligned visions
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Unclear roles and processes
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Undefined scope
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  • Bring in expertise early
    ‍    Most organisations lack in-house structures for hybrid projects. Consider an advisory group or consultants to guide the process.‍
  • Align on language and vision
    ‍    Cross-disciplinary work takes time to establish a shared vocabulary and shared understanding of what ‘good’ looks like. Take the time to ask questions, explain priorities and values, and use clear examples of what you think works (and what doesn’t).‍
  • Clarify roles and processes
    Misunderstandings arise when responsibilities aren’t defined. Document decision-making, communication, and tracking methods upfront. Make sure everyone understands who is responsible for what.‍
  • Set boundaries and be clear about the scope of work
    ‍    Consider long-term sustainability—financially and technologically, beyond a single project.

  • Unique Digital Production Logic.

    Resources will shape what’s possible. Define priorities early to avoid overextension, making decisions about what you are not focusing on can be helpful.
  1. Holistic team engagement
  2. Prioritise the right partners
  3. Build face to face time
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  • Involve key teams early
    Hybrid projects intertwine resources, strategy, and artistic vision. Engage your executive team, as well as development, box office, audience, digital, and marketing teams. The more the project is designed to align with the existing mission, strategies and capacities within your organisation, the easier subsequent phases will be.
  • Prioritise the right partners
    Choose collaborators based on compatibility, not just technical skill. Take time to understand their different work styles, methodologies, personalities, and flexibility - you need partners, not just suppliers.
  • Build in face-to-face time
    
Even for remote projects, regular check-ins and some in-person sessions can help maintain alignment and momentum. ‘Showing and telling’-type discussions are a large part of the work during this phase.
  • The executive team
    of the theatre or theatre company and any of the departments who might play a key role in the wider project.
  • The technology partner(s)
    part of the ideation process is identifying the right one(s). The second part of the ideation phase is a co-creation process between the technology and the theatrical disciplines.
  • External advisors
    that can help shape vision and ‘translate’ between theatre and technology partners and/or can help scout for possible partners.
  • Any key artists
    who the company might want to work with.